Assignment Cover page

Contacts Victory Training and Development Institute Page

Activity 1 Kingdom of Bahrain
Chartered Institute of Personnel and Development
AC 1.1
Summary
Driving our (Word
purpose
Count: 2,219 Activity 1 and Activity 2 are 1,510) 2
Why is the purpose important?
Keeping you future-fit and purpose-driven
An assignment submitted in part of the requirement for the CIPD Diploma in Human
Core knowledge 3 Resource
Core behaviors Practice (HRP) - Foundation Level
Specialist
Prepared by knowledge Hussain Al Assaf 4
Unit Title CIPD MAP 2018
The specialist knowledge 5
Unit Code 4DEP
Activity
Assignment 2
Type Written
CIPDACMembership
2.1 No. 58331593 6
Student’s Assessor
Understanding Jeanneeds
customer
Submission Status 2st Attempt
How to Manage Conflicting Demands 7, 8 and 9
Submission Date 12-04-2021
AC 2.2 10
Advantages and Disadvantages of Communication methods
Student’s authentication:
AC 2.3 11
I confirm that the work/evidence
Effective service delivery presented for assessment is my own unaided work, and
has notActivity
been, in 3whole or in part, knowingly presented elsewhere for assessment.

 AC 3.1read the assessment regulations and understand that if I am found to have

I have 12
What is CPD?
‘copied’ from published work without acknowledgement, or from other candidate’s
Why
work, this mayImportant?
is CPD be regarded as plagiarism which is an offence against the assessment
AC 3.2
regulations and leads to failure in the relevant unit and formal disciplinary action.
 I agree to this workrelated
Self-assessment to the professional
being subjected to scrutiny bymap 13required
textual analysis software if
 Core behaviors
I understand that my work may be used for future academic/quality assurance purposes
Specialist knowledge
in accordance with the provisions of the Data Protection Act 1998.
AC 3.3 ANDthat
 I understand ACthe3.4work/evidence submitted for assessment may not be returned to
Development Plan
me and that I have retained a copy for my records.
Activity 4 14
I understand
AC 3.5 that until such time as the assessment grade has been ratified through
internal and
CPD Record external quality assurance processes it is not final.
References 15

Date: 12-04-2021 Signature:

Activity 1

AC 1.1

Summary

Driving our purpose

The fundamental purpose of the people profession is to champion better

work and working lives. Creating roles, opportunities, organisations and
working environments that help get the best out of people, delivering
great organisational outcomes, in turn driving our economies, and making
good, fair and inclusive work a societal outcome.

Why is the purpose important?

A shared purpose is important to maintain our collective identity as a

profession, an understanding of what is important, what we stand for, and
what we are trying to achieve. This is what we have distilled into the new
Profession Map.

Keeping you future-fit and purpose-driven

The new Profession Map will not tell you what to do, but it will show you
how being principles-led, evidence-based and outcomes-driven leads to
better decisions in any situation.

Page 1 of 17
Core knowledge: 

The new Profession Map provides our profession with the strongest
foundation yet for effective decision-making. To help you do this, we
have defined six core areas of knowledge required to drive change, create
value and make a positive impact in the world of work:

 People practice
 Culture and behavior
 Business acumen
 Analytics and creating value
 Digital working
 Change.

Built on the latest research and insights, the core knowledge areas
represent the theory underpinning the people profession, identified
through academic research and input from across the profession. They are
relevant to all people professionals, and set out everything you need to
know to be an effective practitioner - regardless of your role, sector or
specialism.

Core behaviours:

The new Profession Map provides our profession with the strongest
foundation yet for effective decision-making. To help you do this, we
have defined eight core behaviors to empower you to create value for
people, organizations, society and our profession:

 Ethical practice
 Professional courage and influence
 Valuing people
 Working inclusively
 Commercial drive
 Passion for learning
 Insights focused
 Situational decision-making

Page 2 of 17
Certain ways of thinking and acting should be universal and consistent,
even in new and challenging situations. The core behaviors do precisely
this, outlining what it takes to be an effective people professional in an
uncertain world of work. Identified through academic research and
feedback from across the profession, the behaviors represent a significant
shift for people professionals, and have a greater focus on ethical and
evidence-based decision-making.

Specialist knowledge:

The new Profession Map provides our profession with the strongest
foundation yet for effective decision-making. To help you do this, we
have outlined nine specialist disciplines across HR, L&D, and OD&D
and beyond:

 Employee experience
 Employee relations
 Diversity and inclusion
 Learning and development
 Organization development and design
 People analytics
 Resourcing
 Reward
 Talent management.

The people profession is a broad spectrum of opportunities. No matter

what level you are at, the specialist knowledge areas show you how to
apply your expertise to make a positive impact in the world of work. If
you work in one of these areas or want to deepen your expertise for your
own development, this is where you can explore career paths and plot
your progress through your chosen areas of expertise.

Page 3 of 17
 The specialist knowledge:

Working with small company is very challenging for human resource

department the main job are teaching a diploma of human resource to the
student considering that we must first have the knowledge about all
functions of human resource so we can fully deliver the idea to the
student.

Part of our work not only teaching we work as general human resource
such as recruiting, employee relations, learning and development,
organisation development and design, reward and talent management.

Page 4 of 17
Activity 2

AC 2.1

Understanding customer needs

1- The employees:
The Human Resources Department deals with employees by
displaying the services available from them according to the
Saudi work system, from making contracts.

2- The managers:
Managers want human recourse to provide training on best
practices for handling employee relations matters.
Employee relations is the discipline of human recourse that
focuses on strengthening the employer-employee
relationship. ... Training should incorporate topics such as
conflict resolution and motivating average-performing
employees.

3- Senior managers:
Human Resources has a role in challenging managers, for
example by giving them feedback from employees.

Page 5 of 17
How to Manage Conflicting Demands

So, how can you manage conflicting demands more effectively, and keep
everyone happy?

1. Schedule Work Effectively

Your first step is to clarify your current priorities and to manage

your schedule effectively.

This helps you know what you can do and when, so that you can
negotiate deadlines credibly and manage people's expectations
when they come to you with new projects.

Where you cannot squeeze a task into your schedule, an obvious

thing to do is to delay activities that are not urgent, or are not
particularly important.

Sometimes, however, it may not be clear what your highest priority

tasks and projects are. If this is the case, can help you prioritize
effectively – see our article on prioritization for more on these.

One of the most useful prioritization tools is Eisenhower's

Urgent/Important Principle. This helps you decide whether a task
or project really does need to be done right now.

Once you have assessed your priorities, it can help to check these
with the project-owners, such as your boss and your clients.

Then put your tasks and projects on your To-Do List or Action
Program and add them to your schedule. You will then know
which tasks clash, which tasks you may need to negotiate new
deadlines for, and where you will need help to get things done on
time.

Prioritize new tasks and projects and add these to your schedule, as
and when they come in.
Page 6 of 17
 2. Negotiate Deadlines

Once you have clarified your priorities, look at your

responsibilities and identify any deadlines that you need to re-
negotiate.

Sometimes this might be as simple as saying "I'm working on a

project for Jack that he needs by noon. Can I get this to you by
five?" Other times, you may need to push a deadline back by a few
weeks, or negotiate delivery of a project in smaller chunks.

To negotiate effectively, use Win-Win Negotiation to ensure that

everyone comes away from the negotiation feeling that have
reached a fair compromise.

3. Manage Expectations

It is also important that you manage people's expectations before

you take on new tasks.

For example, if you are having a meeting with your boss about a
possible new project, communicate your current priorities with her,
and agree a completion date based on your current workload.
If you have just started working with a new client, let him know if
there is likely to be a time lag before you can take on new tasks.

It is also important to manage expectations on any tasks or projects

that you are working on.

4. Be Professional

It can be stressful to juggle people's priorities and expectations.

This stress can leave you feeling frazzled, and it is tempting to
relieve the tension by snapping at others, ignoring deadlines, or
feeling sorry for yourself.

This is where it is important to be professional. Your

professionalism, especially during times of intense pressure, is
what best demonstrates your character to those around you.

Page 7 of 17
 5. Be Flexible

Lastly, it is important to be flexible: there may be times when you

will not be able to renegotiate deadlines or delegate tasks to other
people.

So be prepared to put in extra work, if appropriate, to keep people

satisfied. Just make sure that this does not happen too often.

Page 8 of 17
AC 2.2

Advantages and Disadvantages of Communication methods:

Communication Advantages Disadvantages

methods

 Promotes constructive  Logistical constraints

discussion between  Set up costs
parties  Ineffectiveness on
Face to face  Body Language larger scale
 Relationship building  Responding on Impulse
and promotion of trust
 Clarity of message

 Easy and quick to use  Physical Damage

 Less expensive  Network problem
Telephone  Distance is not a matter  Use for criminal
 No barrier activities
 Often use for threat


Fast Client  Vulnerability to Loss
Communication  Accessible to Others
E-mail  Availability and  Difficult to Interpret
Portability Emotions
 Reduces Shipping and
Mailing Costs

Page 9 of 17
AC 2.3

Effective service delivery

Building and maintaining effective service delivery involves building

good relationships, dealing with difficult customers, resolving
complaints, seeking continuous improvement, and managing time and
budget constraints.

The HR manager expected to have the high emotional intelligence to

handle the personal emotions stirred by work pressure as well as handling
the emotions of other people in need of HR services. This will lead
to building good relationships with both the internal and external
stakeholders.

HR is responsible for dealing with difficult customers. The first step is

to realize that the client is not happy. Secondly, render listening ears to
the customer complaints and lastly, offer a solution to the raised areas of
concern.

With the help of the finance department, the HR is viable for managing

time and budget constraints and allocating these resources where they
needed most.

The HR is therefore supposed to organize, take control, and plan costs.

Effective time and budget management render excellence delivery of the
HR services.

Excellent delivery of HR services can serve as a competitive advantage of

an organization.

Page 10 of 17
Activity 3

AC 3.1
What is CPD?
Continuing Professional Development (CPD) is the process of developing
professional skills and knowledge through interactive, participation-based
or independent learning. It enables learners their professional capabilities
through certified learning or self-guided learning methods.

It involves setting objectives for short and long-term progression with a

structured and goal-specific plan. People engaging in CPD need to keep
records of any knowledge attained and progress made for reflecting on
their learning and for displaying skills, and sometimes as evidence of
having undertaken CPD.

Development should build on technical and non-technical skills, so

learners gain the expertise and understanding required to approach
professional situations from various angles.

Why is CPD Important?

Many professions have set requirements for ongoing CPD, where it is
necessary for individuals to prove they are capable of adhering to current
essential standards – such as legal, medical, and accounting roles.

However, beyond that, CPD helps people retain a consistent set of high
quality, relevant skills and knowledge throughout their professional life.
The best part is that CPD puts learners in a favorable position to
demonstrate new knowledge, work to impressive standards, and progress
in their career.

Page 11 of 17
AC 3.2

Self-assessment related to the professional map

Core behaviours:

Situational decision-making

Decision-making according to the regulations provided by the Saudi

Labor Law, but in reality, not all decisions apply the system to avoid
future consequences for employees.

The human resources department always puts itself in front of the gun
and receives reprimands from the top management.

Specialist knowledge:

Learning and development

Ensuring workers have the knowledge, skills and experience to fulfil

individual and organizational needs and ambitions.

One of the most difficult things is that you work efficiently in front of the
audience and at the same time and face new information daily in the
lecture, learning and development in a short time.

AC 3.3 AND AC 3.4

Development Plan

Activity 4

Page 12 of 17
 AC 3.5
CPD Record

Development Plan (AC 3.3 AND AC 3.4)

MEMBERSHIP
NAME: Hussain Alassaf 58331593
NUMBER:

COVERING THE
May 2021 TO: Dec 2021
PERIOD FROM:

Planned outcome
Where do I want to be by the end of this period? What do I want to be doing? (This may
be evolutionary or “more of the same”.)

What do I What will my Target dates for

What will I do to What resources or
want/need to success criteria review and
achieve this? support will I need?
learn? be? completion

 Money
 Car to drive
 More flexible out said the Achieve the
 Great city certificate in
HR Specialist communicator the course May 2021
 Hotel to stay
 Free Time

 Money
 Laptop
 Strategic thinker  Camera Achieve the
 Have a vision  Headphone certificate in
CIPD the course Aug 2021
with mic
 Free Time

 Money
 Laptop
 Become tech-  books Achieve the
savvy  Free Time certificate in
SAP/ERP  Inspire others the course Dec 2021
System

Page 13 of 17
CPD Record (AC 3.5) PAST TENSE
What did you learn from How have/will you use
Key Dates What did you do? Why?
this? this?

May 2021 Study for 40 hours Finish before Labour law in Saudi Arabia At work
time
At the real live

Aug 2021 Study for 8 Month In process Knowing more information To become an
online about HR international trainer

Dec 2021 Not start yet Nov 2021 will Knowing how to use ERP Improve my skills in the
start system technology

Page 14 of 17
References
CIPD MAP 2018, n.d.
https://peopleprofession.cipd.org/profession-map). [Online].
How to Manage Conflicting Demands, n.d.
https://www.astrazeneca.com/content/dam/az/PDF/2020/covi
d-19-toolkit/Managing_Conflicting_Priorities.pdf. [Online].
The CPD cycle, n.d. https://www.cipd.co.uk/learn/cpd/cycle.
[Online].
What customar want from HR ?, n.d. www.employment-
studies.co.uk. [Online].

Page 15 of 17